Europe D2C Market 2022-2027

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    The direct-to-consumer (D2C) business model involves the company producing, marketing, selling, and shipping items even without intervention of any intermediaries such as distributors or intermediaries.


    D2C platforms are consumer centric as well as useful since individuals use social media for entertainment, communication, and interacting with their favourite companies.


    With only an averaging of 2.4 hours spent on social media every day, the desire to purchase grows organically, which inevitably leads to a growth in sales, which generates the need for social commerce platforms.


    D2C businesses offer products and services using their site and make effective use of social networking platforms to give clients with the best-in-industry offerings. They also utilize Instagram influencers to produce internet services.


    Retailers interact with customers directly, without the use of physical storefronts or other intermediaries. D2C players create their own items, market them on the internet, and distribute them straight to customers.


    The opportunity to experiment with direct-to-consumer distribution is one advantage of the direct-to-consumer business strategy.


    infographic: Europe D2C Market, Europe D2C Market Size, Europe D2C Market Trends, Europe D2C Market Forecast, Europe D2C Market Risks, Europe D2C Market Report, Europe D2C Market Share


    Direct-to-consumer firms with complete control over their supply chains, marketing, and customer experience do not need to rely on retail channels as they did in the past.


    The opportunity to experiment with direct-to-consumer distribution is one advantage of the direct-to-consumer business strategy. This is the most frequent and cost-effective direct-to-consumer distribution approach.


    And the one that most effectively capitalises on the advantages and agility of direct-to-consumer sales. A supplier, manufacturer, wholesaler, and distributor are all part of the conventional supply chain.



    S No Overview of Development Development Detailing Region of Development Possible Future Outcomes
    1 D2C start-up Mamaearth becomes the first unicorn of 2022 with $52 mn round D2C start-up Mamaearth has raised $52 million in a funding round led by Sequoia at a valuation of $1.2 billion, becoming the first unicorn of 2022. Europe – Germany This would enhance better Technologies and production



    The sales strategy frequently entails extensive discussions at each level of manufacturing or delivery, resulting in a long advance notice for product announcements and an even better experience for the consumer feedback mechanism to take effect.


    The D2C business has remained dominating on a worldwide scale, owing to the numerous success stories of the firms that have shone brightly in the ecosystem. With the simultaneous expansion of digitalization and ecommerce, the pandemic surely drove the D2C growth narrative.


    With skyrocketing valuations and numerous financing rounds of D2C firms each week, the excitement around the category became louder.


    The commercial surge in many of these businesses has also piqued the interest of private equity and venture capitalists in these developing brands. Thinking back, the emergence of D2C began modestly.


    Organizations such as Dell as well as Amway used an effective distribution approach. Amway could not use established wholesalers; alternatively, they used individuals to sell to customers.


    A multi-level system is formed, with items finally arriving straight from the corporation to the end customers. Other prominent applications are Eureka Forbes, Tupperware, and Oriflame.


    Until lately, brands’ accessibility to customer information was confined to survey or third-party information. D2C enables companies to better comprehend their consumers and their demands than ever before.


    Brands have realised that consumer data, in conjunction with analytics and technology, is a useful tool for providing personalised experiences to customers.


    To increase adoption, D2C brands rely significantly on social media. They’re using social influencers to try to establish a long-term and profitable relationship with customers.


    Gymshark, a company based in the United Kingdom, utilises social media influencers with a strong brand positioning. With the help of a team of brand ambassador athletes, the company was able to reach customers all throughout Europe without the use of wholesale distribution channels.


    Some direct-to-consumer brands rely only on word-of-mouth marketing. Cubitts, a spectacle brand, has fully shunned influencer marketing, relying solely on word of mouth.


    Our present generation of entrepreneurs has effectively built an Indian method of commerce and internet-first companies that is pretty distinctive and places the customer/user at the centre of it. Increased internet penetration and shifting customer behaviour have caused significant upheaval in the D2C industry.



    The Europe D2C Market can be segmented into following categories for further analysis.

    By Application

    • Commercial Application
    • Industrial Application
    • High-Capacity User Application


    By Usage Classification Type

    • Automotive Sectors
    • Healthcare Sector
    • Media and Entertainment Sector
    • BFSI Sector
    • Education Sector
    • Retail and Consumer Goods Sector
    • E Commerce Sector
    • Transportation Sector
    • IT Sector
    • Telecommunications Sector


    By Operational Technology Type

    • Mobile Platform
    • TV Platform
    • Laptops and Desktop Platform


    By Regional Classification

    • Austria
    • Belgium
    • Bulgaria
    • Croatia
    • Republic of Cyprus
    • Czech Republic
    • Denmark
    • Estonia
    • Finland
    • France
    • Germany
    • Greece
    • Hungary
    • Ireland
    • Italy
    • Latvia
    • Lithuania
    • Luxembourg
    • Malta
    • Netherlands
    • Poland
    • Portugal
    • Romania
    • Slovakia
    • Slovenia
    • Spain
    • Sweden





    In a Series B funding round headed by HV Capital and included new investors Five Seasons Ventures and Partech, the direct-to-consumer (D2C) food technology business KoRo has raised €50 million ($55 million). According to a Tech Funding news article published, the new funding will be used to grow the company’s product line, create new marketing initiatives, hire more staff, and expand internationally to Greece and the Czech Republic.


    KoRo is a company with its headquarters . KoRo sells superfoods, supplements, drinks, snacks, dried fruits, spreads, nut butters, organic ingredients, and more. In addition to other bulk offers, the company also sells useful mixers, wooden bowls, storage jars, and hygiene products.


    In addition to the 16 areas it now sells in across Europe, including Austria, France, Germany, Spain, and the U.K., KoRo launched in 10 new nations, including Ireland, Sweden, Denmark, and Portugal. KoRo is well-positioned to establish a food powerhouse in all of Europe thanks to its dominant position in Germany.



    To function at scale, a successful ecommerce firm must have the necessary resources and technology in place. Hiring the necessary personnel and establishing a new technological infrastructure necessitate significant changes for any company and doing so while concurrently managing a ground-breaking e-commerce firm inevitably increases complexity and risk.


    It is critical to plan ahead of time and establish the necessary resources, including people and technology, to a higher extent than usual; strategic choices should favour e-commerce.


    These executives frequently lack expertise on how to develop the new sort of business required for effective D2C, which necessitates disruptive and inventive thinking fit to the fast-paced digital world, such as testing and learning new data-driven methods of working.


    Leadership involves particular D2C, and technological expertise may find it difficult to adjust and may be unable to unlearn certain ingrained organisational habits.


    This same Y+1 idea necessitates changing resources and investment in advanced anticipated development, employing allocation methods that determine the proportion of investment, using predicted income from a quarter or a year in the future as input.


    This entails acquiring excellent talent through the purchase of e-commerce start-ups and scale-ups, as well as supplying individuals with the support necessary to incorporate through into bigger firms and then become a stimulant for e-commerce development.


    Each platform will indeed be capable of developing more quickly if it has a distinct value offer that includes some degree of exclusivity. This exclusivity can be obtained through special queues, early access, and other means.


    Top businesses across a variety of industries have begun to use AI and data science to reach out to new groups. In Europe, Levi Strauss & Co. has introduced an AI bot that acts as a virtual stylist to assist customers in finding jeans that fit them.


    In terms of addressing Gen Z clients, their digital transformation has brought swift results.As the lockdown began, Levis sales plummeted across Europe.


    H&M has built new digitally-focused omni-channel locations in addition to employing AI. They’ve also shut down several of their older stores. They have been able to enhance their online sales by utilising D2C.



    Direct-to-Consumer (D2C) marketing is quickly becoming a popular way for manufacturers and CPG (Consumer Packaged Goods) businesses to approach the sale directly rather than through an intermediary.


    Connecting directly to consumers has several advantages, but to mention a few, it removes the boundary between both the manufacturer and the customer, providing the manufacturer complete leverage over its branding, personality, advertising, and sales strategies.


    Furthermore, it allows the manufacturer to directly communicate with, and so benefit through, their consumers. Companies that use the Direct-to-Consumer marketing strategy not only make their products, but also promote, ship, and sell them without the involvement of intermediaries such as wholesalers, distributors, and retail shops.


    Nike, the world’s largest marketer of athletic footwear and gear, has long expressed its desire to become a digital-first, direct-to-consumer (D2C) corporation.


    It is a growing leader in the global market of D2C requirements which has been better focused on optimising the business model with varied levels of strategies. Nike is still optimistic about the expansion of its digital and direct-to-consumer (D2C) businesses.


    Nike has advanced its digital transformation throughout the years by expanding its worldwide supply chain and investing heavily in digital technology and information systems to support direct-to-consumer e-commerce.


    It is one of the few applications having a direct link to customers. Nike would introduce its Consumer Immediate Acceleration plan to accelerate the prioritisation of DTC, despite the fact that the firm was already focused on growth in that channel. One of the most important is that DTC sales are more profitable.


    As a result, the number of companies that have emerged as DTCs has increased. Nike has a strong brand, so it can command a big market through its networks; nonetheless, the more sales Nike can obtain through those touchpoints, the stronger.


    Another benefit of this technique is that Nike has complete leverage over just how its trademark is portrayed through DTC platforms. Over the last few years, the store has progressively shifted to more direct-to-consumer sales.


    However, with the pandemic quickening e-commerce growth by years, Nike’s next phase of strategy may prove to be extremely well-timed. Nike has been aiming for a higher share of direct-to-consumer sales, and the retailer has been methodically developing an environment to enable that change.


    Nestle is a global scale mobiliser of the D2C market. It has been approaching a focused requirement of investment on a large-scale operability. Under part of its spectrum transformation programme, Nestlé constantly pushes through into direct-to-consumer (D2C) networks.


    Simply Cook, a UK recipes kit firm, was purchased by the Swiss food giant this week. Expectations for D2C sales are high, since the measures implemented by COVID are likely to have a long-term impact on consumption habits.


    The business announced its fourth acquisition in the market when it purchased recipe kit start-up Simply Cook in the United Kingdom. The transaction comes on the heels of three other D2C transactions.


    The deal combines its deep experience in nutrition and industry leading scientific capabilities with Simply Cook’s entrepreneurship mission of making cooking increasingly approachable. The corporation is presently focusing its D2C investment on more mature areas for the platform, with acquisitions worth $1 billion.



    Sl no Topic
    1 Market Segmentation
    2 Scope of the report
    3 Abbreviations
    4 Research Methodology
    5 Executive Summary
    6 Introduction
    7 Insights from Industry stakeholders
    8 Cost breakdown of Product by sub-components and average profit margin
    9 Disruptive innovation in theIndustry
    10 Technology trends in the Industry
    11 Consumer trends in the industry
    12 Recent Production Milestones
    13 Component Manufacturing in US, EU and China
    14 COVID-19 impact on overall market
    15 COVID-19 impact on Production of components
    16 COVID-19 impact on Point of sale
    17 Market Segmentation, Dynamics and Forecast by Geography, 2022-2027
    18 Market Segmentation, Dynamics and Forecast by Product Type, 2022-2027
    19 Market Segmentation, Dynamics and Forecast by Application, 2022-2027
    20 Market Segmentation, Dynamics and Forecast by End use, 2022-2027
    21 Product installation rate by OEM, 2022
    22 Incline/Decline in Average B-2-B selling price in past 5 years
    23 Competition from substitute products
    24 Gross margin and average profitability of suppliers
    25 New product development in past 12 months
    26 M&A in past 12 months
    27 Growth strategy of leading players
    28 Market share of vendors, 2022
    29 Company Profiles
    30 Unmet needs and opportunity for new suppliers
    31 Conclusion
    32 Appendix


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